“For example, a consistent culture around a certain quirky-named one-pager format will go a very long way. A “pillar” on the Parthenon slide will not.“
Such a great paragraph, that is so true. I would read a whole post devoted to the idea of “organizational quirkiness” as a way to get traction.
Good thoughts. Leaders wanting consistency in the wrong places has been a recurring challenge I have run into. Consistency seems so attractive to many leaders. I wonder how many have worked in a team which embodied the Agile Manifesto, or their experience predated it? Those that have seem to understand how important it is to have just enough consistency, and no more. Those that have not, don’t as much. Major challenge this is :) Thanks for putting your thoughts together and sharing.
I remember way back when I first encountered the “forming, storming, norming” concept and I giggled a little, only to realize it’s kinda true as all individuals, teams, and orgs go through this at variable speeds.
Does one create systems or guide by principles? Especially hard if the (invisible) culture “eats any of these strategies for breakfast.”
Culture is imperfect and it can be changed. Courage to do so is usually what is required and is in such rare supply.
“For example, a consistent culture around a certain quirky-named one-pager format will go a very long way. A “pillar” on the Parthenon slide will not.“
Such a great paragraph, that is so true. I would read a whole post devoted to the idea of “organizational quirkiness” as a way to get traction.
Good thoughts. Leaders wanting consistency in the wrong places has been a recurring challenge I have run into. Consistency seems so attractive to many leaders. I wonder how many have worked in a team which embodied the Agile Manifesto, or their experience predated it? Those that have seem to understand how important it is to have just enough consistency, and no more. Those that have not, don’t as much. Major challenge this is :) Thanks for putting your thoughts together and sharing.
I remember way back when I first encountered the “forming, storming, norming” concept and I giggled a little, only to realize it’s kinda true as all individuals, teams, and orgs go through this at variable speeds.
Does one create systems or guide by principles? Especially hard if the (invisible) culture “eats any of these strategies for breakfast.”
Culture is imperfect and it can be changed. Courage to do so is usually what is required and is in such rare supply.
Consistency is the new coherence ...